AIA General project management.pdf

3D© 2013 | Emerging Professional’s Companion

General Project Management

activities - core*

introduction439

440441

442443444445446

447448449

450451

452453

454455

434435

436437438

434

418

Technical Coordination Meetings Attend a Project Meeting & Write a Meeting Report Study a Firm’s Job Cost Budget Process Prepare a Proposal Prepare a Draft Work Plan

*A maximum of 40 hours of core credit may be earned in this experience area.

narrative 420

activities - elective 439 Devising a Schedule for the Production of Construction Drawings Observing Contractor Selection Understanding Integrated Project Delivery Terminology in the Construction Phase Trying to Understand the Contractor’s Point of View Matching Delivery Mode to Client Needs Integrated Project Delivery Team Design Prepare a Staffing Plan Integrated Project Delivery Team for a Non-Profit Housing Corporation Project Delivery & Firm Direction Understanding Design Development Understanding the Contractor’s Involvement in Integrated Project Delivery When Your Project is Over Budget Examine Estimating Fees & Consider In-House Estimating Capabilities Consultants Who Report Directly to the Client Being the Client’s Advocate: Advising of Fast- Track Risks Project Management During Construction Phase Professional Liability Insurance/Risk Management

exhibits-----

http://www.epcompanion.org

www.aia.org

www.ncarb.org


418

resources

3D

Emerging Professional’s Companion | www.epcompanion.org

Download the current Intern Development Program (IDP) guidelines at www.ncarb.org/Experience-Through-Internships.aspx.

The American Institute of Architects. Demkin, Joseph A., ed. The Architect’s Handbook of Professional Practice. 14th ed. Hoboken: John Wiley & Sons, 2008.• Chapter 13 - Project

Management

The American Institute of Architects. Demkin, Joseph A., ed. The Architect’s Handbook of Professional Practice. 13th ed. New York: John Wiley & Sons, 2001.• Chapter 14 - Project

Management

The American Institute of Architects, The Architecture Student’s Handbook of Professional Practice. 14th ed. Hoboken: John Wiley & Sons, 2009.• Chapter 9 - Project

Management

Introduction

By completing the activities in this chapter, you will gain an understanding of the activities involved in general project management. The following information is taken from the NCARB IDP Guidelines:

General Project ManagementMinimum General Project Management Experience: 240 HoursDefinition:Includesplanning,organizing,andstaffing;budgetingandscheduling;leadingandmanagingtheprojectteam;documentingkeyprojectinformation;andmonitoringqualityassurance.

TasksAt the completion of your internship, you should be able to:

• Prepare and manage design contracts (owner/architect)• Prepare and execute professional services contracts (architect/

consultant)• Attend, conduct, and record meetings throughout all phases• Select, manage, and coordinate consultants• Partner with the owner’s project delivery team• Prepare and manage design team schedule and budget (consultant

and staff costs)• Obtainclientauthorizationtoproceedpercontractphases• Present at public hearings• Document project status and progress• Monitor project construction costs• Prepare owner/contractor agreement• Conduct post-occupancy evaluation• Identifytheprojectdesignteammembersandtheirrequiredscope

of services, roles, and responsibilities (e.g., architects, engineers, specialty consultants)

• Identify the project delivery team’s roles and responsibilities (e.g., owner, architect, contractor, program manager)

• Identify project delivery method

Knowledge Of/Skill In• Construction procurement (e.g., bidding, negotiating)• Contract negotiation (e.g., fees, scope, schedules)• Contracts (e.g., professional services and construction)• Designing and delivering presentations• Electroniccommunications(e.g.,virtualoffices,video-conferencing,

web-based networking)• Interpersonal skills (e.g., listening, diplomacy, responsiveness)• Invoicing for services• Oral and written communications• Permit and approval processes• Post-occupancy evaluations• Project budget management• Project delivery methods• Project records management

www.aia.org

www.ncarb.org

http://www.ncarb.org/Experience-Through-Internships.aspx%2520



notes


419

3D

www.epcompanion.org | Emerging Professional’s Companion

Take brief notes while reading the narrative and list key resources you used to complete the activities. Note discussion outcomes from meetings with your supervisor, mentor, or consultants. When finalizing the activity documentation (PDF), include your notes and the Emerging Professional’s Companion activity description.

Knowledge Of/Skill In Continued• Projectscheduling(e.g.,constructiondocumentsetup,storyboarding,staffingprojections)• Risk management (e.g., professional and general liability)• Team building, leadership, participation

www.aia.org

www.ncarb.org


420

resources

3D


Ramroth, William G. Project Management for Design Professionals. Chicago, IL: Kaplan AEC Education, 2006.

Narrative

Mostbuildingdesignandconstructionprojectsinvolvemultiplefirmsand many people. In these endeavors some people do the work and others direct the work. The latter role—that of project manager—can be aprincipalofthefirm,director,designer,projectarchitect,orjobcaptain.Regardless of who takes on this role, however, the responsibilities of the project manager must be directed toward accomplishing the goals and objectives of the project. The design and construction industry is a project-based world. As such, project management is a key component for any architectorarchitecturefirm.

Project management involves assigning, overseeing, directing, coordinating and monitoring the work of members of the project design team. It also involves managing employee, client, consultant, and contractor relationships. Although exact duties may vary all of these tasks depend on effective communication.

Some project management responsibilities spring from what is objectively definedbythearchitect’scontractforservices.Theseincludeissuingnotices;providingcertifications;andreportingfindings,decisions,andobservations. Other objective responsibilities may be viewed as industry standards, including such things as attending project meetings, preparing meeting agendas, writing meeting reports, and generally attending to correspondence and documentation.

Subjectiveandmoreintangibleresponsibilitiesoftenrequireabroaderapplicationofjudgmentthanobjectivelyidentifiedresponsibilities.Thissideof project management relies on attitude, personality, behavior, and even personal habits. It involves people skills, such as being a good listener, motivatingteammembers,andleadingconflictresolution.

What Makes an Effective Project Manager?AttitudeProject managers must have not only the skills to accomplish activities and responsibilities but also the willingness to bring an appropriate attitude to their role. Most important is dedication to being a strong leader. The effective project manager must be willing to make decisions and take action. The project manager cannot do all of the work personally, and must delegate tasks and rely on others to do much of it. A willingness to believe in others is necessary, as well mentor colleagues and clients on how to view and participate in the project. Many project managers see the work being accomplished exactly as he or she would do it. Yet successful delegation of tasks involves understanding when the work being done is good enough.

In overseeing the work of others as the project evolves, it is often necessary for the project manager to be a coach or motivator. This calls for laying the work out in a clear way and setting reasonable goals for what is to be accomplished. If the tasks or time frame are not reasonable, the

www.aia.org

www.ncarb.org

notes


421

3D


manager must either revise the work plan until the tasks are more achievable or motivate the team to rise to theoccasion.Aprojectmanagermustrealizethatmostteamscanstretchtomeetthedemandsofdifficultassignments, but that such assignments should be an exception and not the rule.

Project managers must be willing to see project circumstances from multiple points of view and to maintain aneutralattitudewhenconflictsarise.Nearlyeveryaspectofprojectmanagementrequiresgive-and-take;itshouldbeanticipatedandembraced.Theprojectmanagerwhofindsconflictthreateningorfrustratingwillfindsuccessfuloutcomesdifficultwhendisagreementsarise.

Problem SolvingUnexpected issues arise as a part of every project. This makes problem solving a critical part of the management process. Coupled with this is the need for project managers to successfully negotiate solutions to problems, with either the client or the contractor. Problems can be viewed as meat and potatoes for the project manager, served in great helpings on a daily basis.

Problems cannot be avoided, nor are they evidence that someone has done something wrong. For the most part,design,schedule,cost,andqualityproblemsareopportunitiestoimprovetheprojectalongtheway.Intuition and the ability to research, understand, and resolve problems are important attributes for a project manager.

CommunicationCommunication is the glue that holds all aspects of project delivery together. While the project manager is a distributor of information, a much more important responsibility is facilitating communication among the project participants. Since the project manager is in a position to oversee most of what is happening on a project, he or she is often in the best position to moderate discussions between the client and the design team or between the client and the contractor.

Client Expectations and Project ManagementAsignificantingredientinprojectsuccessinvolvesunderstandingandmeetingclientexpectations.Thefoundation of the client’s experience is the client’s expectation of how the architect is to perform. The project manager who understands the client’s expectations has a better chance of successfully guiding the project team’s effort to meet them. If client expectations are unreasonably high, the architect may not be able to meet them even if they are fully understood. In such cases, the architect may need to help the client understandthecapabilitiesofthefirmandsetmorerelevantandreasonableexpectations.

Setting ExpectationsAn effective way to meet client expectations is to help set them. This is most often accomplished through frank discussion of potentially tough issues, before they become problems.

Tackling Difficult Issues Head On: Architects do not always talk effectively with clients about the services they provide. Often they try to sugarcoat tough issues in an effort to be viewed as non-confrontational.

www.aia.org

www.ncarb.org


422

resources

3D


Abramowitz,AvaJ.Architect’s Essentials of Contract Negotiation. New York: John Wiley & Sons, 2002.

For example, although errors and omissions are a normal part of professional life, many architects avoid bringing up the subject. However,itisbesttodiscussdifficultissuesassociatedwithprojectexpectations directly with the client and other project participants. Determine what each participant believes is true and what is reality. With an understanding of any different perceptions, the issues can be debated in the best interest of both the client and the project. If thiscommunicationdoesnottakeplace,conflictsaredefinitelyonthehorizon.

Explaining consequences:Discussingthepotentialconsequencesofa decision or a change is important. Clients may not always want to believe what the project manager has to say and, in fact, may disagree. Nonetheless, they usually want to hear the project manager’s opinion because it is part of the service they expect. For example, if a client decidestoeliminatewaterproofingonthebasementwalls,itisnotenough for the architect to simply disagree with the decision. The project manager should go a step further and explain that the decision could result in water leaking into the basement, causing damaged finishesandexpensiverepaircosts.Whilesuchconsequencesmayseem obvious to the experienced project manager, they might not be so obvious to the owner. Other client decisions may have less obvious consequences.Forinstance,adecisiontosavemoneyonabuildingsystem may be likely to increase maintenance expenses. The project manager should share this with the client in plain language. In all cases, however, the architect’s belief should be discussed with theclientwhenachangeisrequestedandnotafterthechangehasbeen completed. Even if the architect is overruled, the owner is likely to remember that such concerns were expressed.

“Absolute”Expectations: Architects tend to state things in absolutes because they want to explain things clearly and without ambiguity. This use of absolute terms may stem from the fact that most owner-architect agreements delineate payment of professional fees in accordance with the percentage of work completed. Thus, the architect may label asetofconstructiondrawings“100%complete”inordertoqualifyforpayment. However, in fact, a single set of construction drawings is unlikely to be 100 percent complete, and labeling them as such can create an expectation of performance that is unintended and even unachievable.

Risk Management in Project ManagementThe project manager must always be an advocate for the project design team.Thismayincludestandingbyfirmemployeesortheconsultantsworking on the project. However, at times, the project manager is called upon to advocate for the client or for the contractor. Loyalty from clients usually grows from their perception that the architect is doing a good job. The project manager can build this loyalty by understanding that the client,nottheproject,isthefirm’svaluableasset.Deliveringtheprojectthrough dedicated service, and taking care to understand and advocate for the client’s goals throughout, can help win the client’s loyalty. When

www.aia.org

www.ncarb.org

notes


423

3D


clients consistently feel the project manager is on their side and has their best interests at heart, success is closer at hand. The project manager also may need to advocate for the contractor. For example, contractors frequentlymakesuggestionsforimprovingaprojectorreducingcostsbutmayrequiretheprojectmanager’sassistance to explain these suggestions to the owner.

A Word of Caution: If a project manager becomes an overt advocate only for the architect, he or she risks abandoning and alienating the client. The best approach is to adopt the objective attitude that a good project isasuccessfulproject,withordinaryproblemsandasatisfiedclient.

Project Management ActivitiesIn carrying out day-to-day duties and responsibilities, project managers marshal and apply their knowledge and skills to lead, solve problems, motivate others, advocate, measure, document, and communicate.The management of architectural projects consists of activities that can be grouped into several broad categories for which the project manager is responsible:

• Planning,organizing,andstaffingtheproject• Facilitating the work• Monitoring progress• Concluding the project

These groups of activities essentially embody the full range of tasks and responsibilities that project managers will encounter in their assignments.

Planning, Organizing, and StaffingTheprojectmanagerusuallytakeschargeofplanning,organizing,andstaffingaproject.Thissimplymeansthe project manager develops a primary understanding of how and when the project will be worked on and whatleadershipandstaffwillbeneededtoperformthework.Theprojectmanagerusuallyinteractswithfirmleaders, and perhaps with other project managers, as this understanding becomes documented in a work plan.

Developmentofaworkplanfortheprojectbeginswithconsiderationofschedules,waystoorganizerelationshipsbetweentheparties,thefirm’savailableresources,andperhapsfees.Inaddition,howtheleadershipfortheprojectwillbeorganizedandwhatexperienceandspecialtylevelswillberequiredareidentified.

The Work PlanThe work plan is a key part of effective project management. To be useful, a work plan need not be complicated or lengthy. For most projects, it need only include the elements listed on the following pages. Even on large projects, this information may take up no more than a few pages.

www.aia.org

www.ncarb.org


424

3D


Maintainingaworkplanisanongoingprocess.Projectionsforstaffing,schedules,andbudgetsmustberevisited and adjusted as new information becomes available. When carefully prepared, items one (1) through seven (7) can be presented to clients to illustrate how you plan to approach their projects. The work plan should include the following:

1. Project description and client requirements. The work plan includes a description of the project, includingitsscopeandtheclient’sbudget,aswellasarecordofwhatworktheclienthasauthorized.Theclient’sprimarygoalsforthescopeandqualityoftheprojectshouldalsobeincorporatedintothe project description. Dependingontheprojectphase,clientauthorizationsmayberepresentedintheworkplanbyasimplechecklistofauthorizedworkkeyedtocopiesofsignedowner-architectagreements.Clientauthorizationscanincludevariouskindsofdocumentation,rangingfromlettersofagreementtoformal contracts to phase-completion sign-offs. The project manager tracks and monitors all of these authorizations.

2. Statement of deliverables. Projects normally include a work product or deliverable produced by thearchitect.Suchdeliverablesmayincludereports,sketchesanddrawings,specifications,virtualor physical models, and other items. The work plan should include estimates for the types and quantitiesofdeliverablesrequiredtocompletethework.Theformatofthisestimatecanbeasimplelist or a storyboard or cartoon depiction of the deliverables for each phase of the architect’s services. Thisdescriptionandestimateprovidesabasisfordevelopingtheprojectschedule,staffingneeds,and budget for the architect’s work.

3. Team organization. Owners want information on how the architect will organizeprojectstaff,andhowthatstaffwill relate to other parties involved in the project. A chart is helpful for communicating the relationships between the project team participants. Ateamcharttypicallyreflectswhotheprimary project leaders will be, such as the principal-in-charge, the project manager, designers, project architects, and job captains. While there can be many position titlesinanarchitect’soffice,thebasicintentoftheteamchartistodefinethehierarchyofthearchitect’steam,reflectwhowillbe responsible for what assignments, and show primary relationships between members of the project team.

4. Responsibility matrix. A companion task todefiningdeliverablesisdeterminingwho will do what on the project. When a projectrequiresconsultants,itisimportantto have an explicit understanding of what each consultant will do. For example, it is not enough to have a seat-of- the-pants understanding that the M/E/P engineer will “do the M/E/P engineering.” A more detailed understanding would distinguish responsibilities such as these: “The electrical engineer will wire and circuit the landscape

www.aia.org

www.ncarb.org

notes


425

3D


architect’slightingdesign,”or“theM/E/PengineerwillcoordinateHVACequipmentselectionswiththe acoustical engineer.”

5. Preliminary schedule. Mostrequestsforproposals(RFPs)receivedortenderedbythearchitectrelate in some manner to the project schedule. This means the work plan should delineate the preliminary project schedule as clearly and as accurately as possible. Whether the objective is to complete a retail project in time for the fall shopping season or to open a sports facility for the opening home game, the owner’s goals for the project often dictate its major milestones. Into this mix, the architect must project the team’s ability to perform the work within the owner’s set of key dates. The preliminary schedule is one of the primary drivers of the architect’sassessmentofstaffingneeds. Project managers must also learn that a project schedule is more than a simple bar chart that represents time periods. A project schedule is the graphic representation of an organizedseriesofpromisesand commitments. It cannot be developed in a vacuum. It must be developed through collaboration and coordination.

6. Preliminary staffing needs. Preliminarystaffingrequirementscanbeestimatedoncetheprojectscopehasbeendelineated,thedeliverablesunderstood,theconsultant’sresponsibilitiesdefined,andapreliminaryscheduledeveloped.Theprojectmanagermayworkwithuppermanagement(inalargerfirm)todeterminewhatkeypersonnelwillbeavailableandwhatsupportstaffwillberequired.Ifavailablestaffingbecomesagreaterconstraintonthefirm’sabilitytodelivertheprojectthantheclient’sschedulinggoals,thefirmmayneedtorevisitthepreliminaryschedulewiththeclientandperhapsreviseit. Whenprojectleadersandstaffpositionshavebeenidentified,theprojectmanagerreviewstheprojectorganizationchartandtherequiredtaskstoverifythatassignedstaffmembershavetheneeded skills and experience for the work they will be doing. In fact, staff experience is rarely evenly matched to the project assignments, so the project manager will always need to make adjustments to effectively use the talents of everyone assigned to a project.

www.aia.org

www.ncarb.org


426

resources

3D


Learn more about Project Management Best Practices via the Architect’s Knowledge Resource (AKR): www.aia.org/practicing/bestpractices/AIAB091185

7. Project directory. A project directory with current listings for all project entities and their key personnel should be included in the workplan.Thiscanbepreparedinaformatthefirmnormallyuses,or the entries can be printed from an e-mail management program suchasMicrosoftOutlook.Moresimply,organizedcopiesofbusiness cards can be used to develop a directory.

8. Project budget and profit plan. The project manager may sometimes be assigned the duty of apportioning the project fee to thevarioustasksrequiredtoproducetheworktohelpestimateandplanforthefirm’sprofit.Oftenreferredtoasajobcostbudgetoraproject budget, a copy of this should be included in the work plan.

9. Code information. Code information is optional.

Facilitating the ProjectAs the role of the project manager has evolved, what was once thought of as “controlling” the project has come to be more a role of ”facilitating” the project. The delivery of design services is facilitated through communicatingeffectively;developinggoodworkingrelationshipswiththeclient,contractor,andconsultants;providingassistancetopartieswhosedecisionsarenecessarytokeepthedesignservicesmovingforward;anddeveloping and using effective documentation.

Managing the Project TeamManaging the project team? This sounds like an overwhelming responsibility.However,thebasicrequirementboilsdowntoafewkeyideals.Thefirstcallsforunderstandingwhattheteamistoaccomplish.Thesecondrequiresanunderstandingofwhoontheteamhastheskillsto do what tasks, and where additional resources may be needed. The third is fostering a communications environment in which all parties are kept informed of what is expected of them and when their assignments aredue.Thekeytoolsandtechniquesforaccomplishingthisaretheworkplan, effective management of project meetings, and reasonably thorough documentation of key project decisions and actions.

Managing Project MeetingsSuccessful project managers must learn to orchestrate and administrate project meetings. All project managers have faced the frustration of disruptions, lack of preparation on someone’s part, or disruptive—even angry—people while trying to run a meeting. It is possible to take an analytical view of managing meetings and look at some ways a project managercanbemoreeffective.Afirststepistofirstunderstandtheobstacles to a successful meeting, which include the following:

• Too many people in attendance• A disruptive participant• People who don’t pay attention• Unprepared attendees• Sidebar conversations• Cell phone or PDA interruptions

www.aia.org

www.ncarb.org

www.aia.org/practicing/bestpractices/AIAB091185



notes


427

3D


Youwillhavetofindawayaroundsuchobstacles,evenifitmeansbringingagaveltothemeeting.Youdon’t want the meeting so out of control that you have to raise your voice to get attendees to pay attention.

Meetings Schedule: Arguably, for any project—but particularly for projects with more than three or four participants—it is important to hold regular meetings. Setting a routine by conducting the meetings on the same day of the week at the same time is advisable. Personal schedules tend to fall into a groove, and the participants will adapt more effectively to regularly set meetings. On smaller projects, it will save timeandexpensetoorganizethemeetingviaconferencecalliftheagendaisshort.Remember,itisimportant not to skip meetings. Missed meetings erode communication, and lack of communication is at the root of most problems on architecture projects.

Effective Agendas: Many project managers commonly arrive at a meeting with a single sheet of paper titledanagenda.Thisapproachreflectsamisunderstandingofwhatistobeaccomplishedbyusinganagenda. The actual purpose of an agenda is to facilitate discussion rather than to remind attendees of what is to be discussed. Therefore, in addition to the typical list of discussion topics, the agenda should be attached to additional pertinent information, such as e-mails, memoranda, schedules, budgets, reports, and the like. While this consumes more paper, attaching pertinent backup information to the agenda removes the risk that an important discussion item will be tabled because a particular attendee cannot recall the details to be discussed. The list of agenda topics should be distributed a day or two in advance of the meeting, along with a requestforcomments.Althoughsomerecipientswon’tbothertoreadthem,atleasteveryonewillhaveanopportunitytoinfluencethestructureofthemeeting.

Reporting on Project Meetings: Meeting reports, sometimes called minutes, are a record of the general discussion, decisions made, directions given, and assignments accepted during the course of a project meeting. With time-driven assignments, it is advisable to publish meeting reports as soon as possible after the meeting. A copy of the agenda and any meaningful handouts presented during the meeting, along with copies of drawings or sketches, should be attached to the meeting report. With the advent ofdigitalfilesandsheet-fedscanners,theentireinformationpackagecanbedistributedquicklyandinexpensively via e-mail. Meeting reports may be prepared by the project manager or a team leader appointed by the manager. Although some managers believe meeting reports are primarily prepared for risk management purposes, the effective project manager understands the primary purpose of minutes is to facilitate communication among project participants. Meeting reports should be distributed to all pertinent persons—whether in attendance or not—so they can stay up-to-date on the project status, recent decisions, and what is expected from members of the project team. Reports should record discussions in enough detail so that decisions and directions given—even if not expressed verbatim—can be reconstructed.

www.aia.org

www.ncarb.org


428

resources

3D


As you research and look for more information on topics presented in the Emerging Professional’s Companion, rememberthataquickinternetsearch of keywords can be incredibly useful to completing your Activities.

Managing InformationThe project manager must be the driving force behind creation of the documentary record while the project is ongoing. Documentation includes preparing proposals and agreements, meeting agendas and reports, phase sign-offs, memoranda, and other correspondence that facilitates and explains communications between and among project participants. If a project manager has poor documentation habits, the rest of the team will tend to mimic those habits.

Managinganddirectingtheflowofprojectinformationandsavingthat information in an orderly manner is perhaps the most important responsibility of the project manager. Of course, not all project information is created internally. As information is received from outside sources, such as the owner, consultants, or contractors, it must be processed. Processing includesnotingthedatethematerialisreceived,determiningwhorequirescopies,anddecidinghowtheinformationwillbepreservedandfiled.

Monitoring ProgressTheprojectmanager’sbesteffortswillnotbesufficientifheorshedoes not monitor the progress of the project against project goals and objectives, the responsibilities established in the owner-architect agreement,andwhatisrequiredbythestandardofcare.

When monitoring the progress of a project, the project manager must gauge and measure how well the client, contractor, consultants, and staff are accomplishing the goals established in the work plan. Here, more than in any other activity, the project manager must not adopt a passive stance. If monitoring the progress of the project against the work plan reveals inconsistencies, adjustments in course must be made. The project manager’slinesofcommunicationmustbeenergized,andappropriatedecisions put in place to bring the project back in line.

Tracking Required ServicesProject managers should be actively involved in the development of proposalsandagreements.Bothsmallandlargeofficesrequireacertaindiscipline when developing these documents, since they set forth the foundation for project success or failure. Ideally, the project manager will be included in both the initial preparation of proposals and agreements as wellasinthenegotiationoffinalagreements.Participatinginthisprocesswillgivetheprojectmanageranintimateknowledgeofboththefirm’sand the client’s goals, and his or her familiarity with the issues will help thefirmmaintaincontinuitythroughoutthedeliveryprocess.Encouraginginvolvement of the project manager during this crucial stage of relationship buildingwiththeclientalsodemonstratesthefirm’sconfidenceintheleadership and authority of the project manager.

The Agreement: Project managers should keep a copy of the owner-architect agreement in a notebook at their desks at all times. As questionsaboutservicesarise,themanagercanrefertothecontracttosee if the issue is addressed. The manager should make a checklist of any contract-mandated reports or notices, schedule them, and monitor whether they are being implemented. For example, the contract may

www.aia.org

www.ncarb.org

notes


429

3D


requirewrittennoticeofthearchitect’sawarenessofascheduledelay.Effectiveprojectmanagersunderstandthatcompliancewithcontractrequirementsisnotoptional.Monitoringwhethercontractprovisions are being met is a serious responsibility. For this reason, the project manager should have a copy of the agreement at the ready, and read it often enough that it is dog-eared and annotated to excess when the project is concluded.

Standard of Care: Not all activities the architect carries out on a project are described in a contract. Things not described might include, for example, making a subjective judgment as to how complete a set of drawings must be or how often the architect should visit the job site during construction. Such matters relate to the “standard of care” concept, which can be stated in many different ways but essentially boils downtothenotionthatthearchitectisrequiredtodowhatareasonablyprudentarchitectwoulddointhe same community, in the same time frame, given the same or similar facts and circumstances.

Monitoring Client ObjectivesThe architect designs a building to accomplish as many of the client’s stated goals and objectives as possible.Thoseobjectivesaregenerallyfocusedonthescopeoftheproject,itscost,anditsdesiredquality.Careful attention must therefore be given to how closely the design accommodates these objectives. The projectmanagershouldmakefrequentcomparisonsofthecurrentdesigntotheclient’sobjectives.Ifgapsor differences between the design and the client’s objectives are found, the manager must take corrective action. This could mean reviewing the differences with the client to determine if the design, the construction budget,orthelevelofqualityshouldberevised.Smallcorrectivemeasurescouldsimplyrequireminorrevisions to designs or candid discussions with the client.

Construction budget targets: Although most architects are not construction cost estimators, the project managershouldunderstandtherelationshipbetweenscope,quality,andcost.Themanagershouldhave a good enough grasp of all aspects of the project to be able to make appropriate recommendations forscopeorqualityadjustmentsintheeventcostestimatesorbidsexceedtargetconstructionbudgets.

By far, the best approach to meeting client expectations for construction budgets is to carefully monitor therelationshipbetweenscope,quality,andcostasadesignisbeingdeveloped.Architectsandclientsalikearefrequentlytemptedtolookpastapotentialconflictbetweenbudgetandestimatedconstructioncosts,hopingtheconflictwillberesolvedincompetitivebiddingorsubsequentevents.

Thebestpracticalwaytoresolvesuchconflicts—althoughitmaybeapainfulexperience—istositwiththeclientandreviewandadjustoneormoreoftheprojectparametersofquality,time,andcostbeforeproceeding to the next step in the design process.

Internal Budget Tracking and ManagementMost project managers are asked to allocate portions of the fee to the various project phases in a proportion that matches the anticipated workload for each phase. Referred to as a job cost budget or a project budget,thepurposeoftheseestimatesistobudgetforthefirm’slaborandotherexpensesandprofit.

www.aia.org

www.ncarb.org


430

resources

3D


AIA Contract Documents are considered the industry standard. Learn more atwww.aia.org/contractdocs. In addition, samples of AIA Contract Documents are available for interns. View the list of sample contract documents and resources for interns.

Expenses include basic service consultants, unreimbursed expenses, and reimbursableexpenses.Producingarealisticprojectbudgetrequiresanunderstandingofthefirm’slaborratesandprojectdeliveryandstaffingpractices. As the work progresses, the project manager periodically checks actual costs against the budget plan.

Somefirmsdeveloptheirlaborbudgetsusingworker-hourestimatesonly.Whendollar-basedestimatesarepreferred,firmsmayuseactualemployeehourly costs or average hourly costs. The advantage of worker-hour only or average hourly cost methods is that they remove any incentive to reduce costs by choosing only low-priced and/or potentially less experienced staff fortheproject.Consideringthatmostfirmscalculateprofitfordistributionattheendoftheyearbasedonthefirm’stotalincomeandexpenses,evenwhenemployee-specificcostsareused,everythingaveragesoutbytheendoftheyear.However,forthefirm’sseniormanagement,havingaccesstoandreviewingactualemployee-specificcostsmeanstheexactfinancialposition of each project can be determined at any time.

Tracking employee time records: Projectmanagersinmostfirmscheck the time records of the employees they supervise on an ongoing basis. The time records are approved and sent to the accountants. If correctionsarerequired,theyarefirstreturnedtotheemployee.

Consultant invoices: The project manager also reviews invoices from consultants to determine whether the consultant’s progress matches theamountinvoiced.Tosimplifythisprocess,somefirmspaytheirprimary consultants—such as structural and M/E/P engineers—on the same percentage complete basis as the invoice the architect submits to the client. In this approach, only reimbursable expense invoices arerequiredfromtheseconsultants.However,someadjustmentofpaymentsisusuallyrequiredwhentheconsultant’sworkprogressdoesn’t match the architect’s progress, as would be the case with contract administration fees for the structural engineer, who is usually finishedbeforethearchitect.

Reimbursable expenses: Most architects pass on certain expenses to the client, such as those for out-of-town travel and living, reproduction and printing, photography, postage and shipping, and renderings and models. The way reimbursable expenses will be handled or marked upistypicallydefinedintheowner-architectagreementandmustbecoordinatedandtrackedtomatchthecontractrequirements.

Client invoices: Invoices should be reviewed before they are sent to the client to determine that the amount billed represents the status of the work that has been completed. This should involve making sure the work beinginvoicedmatchescurrentclientworkauthorizations.Reimbursableexpenses should be checked against contract provisions—particularly if thereisalimitontheamounttobereimbursed.Somefirmsbelievetheclose working relationship that project managers have with clients puts theminanidealpositiontodiscussanyoverdueinvoices.Otherfirmsprefer not to put managers in an adversarial position with clients if there are disputes about amounts due.

www.aia.org

www.ncarb.org

http://www.aia.org/contractdocs

http://www.aia.org/professionals/resources/AIAB099868




notes


431

3D


Maintaining Project QualityManaging ConsultantsThewayto“dobetterwork”formanyprojectsinvolvesfindingabettersolutiontocoordinatingwiththeworkof consultants. Architects and consultants face similar problems in project delivery, such as:

• Reachingthefinishlineataboutthesametimetoavoiddisruptionwhendocumentsareissuedforbidding or construction

• Making sure all parties are using the same versions of the plan backgrounds• Uncoveringandcoordinatingconflictsbetweentheworkofdifferentdisciplines

Project managers must allot time and resources to attend to challenges such as these.

Quality ManagementSomeprojectmanagersbelievethatqualitymanagementandqualitycontrolarerelegatedtothetechnicalguysinthebackroom.Nothingcouldbefurtherfromthetruth.Inmanagingandcontrollingqualityattheprojectlevel,qualitymustbeadailyconcernoftheprojectmanager.Aswithothermanagementresponsibilities, this does not necessarily mean holding a red pencil and constantly marking up the efforts ofthepeopleproducingthework,anymorethantheprojectmanagerisrequiredtoactuallypreparethedrawingsandspecifications,althoughsomeprojectmanagersmaychoosetodoso.Itdoesmeantheprojectmanagermustknowthestatusoftheworkatalltimesandmustoverseeanddirectqualitymanagement controls as they are performed.

Responsibility for Document ReviewsThe project manager should consider document reviews as an opportunity to uncover mistakes and other conditions before they create problems during construction. However, many managers are reluctant to invite the criticism that results when documents are reviewed, possibly fearing they will be perceived as a poormanagerwhenscrutinyrevealsdeficienciesintheworktheyaredirecting.Theironyofthisthinkingisthatthecontractorandsubcontractors—throughrequestsforinformationandchangeorders—willsurelydiscoverdeficienciesthatmaketheirwayintotheconstructiondrawingsandspecifications.

The project manager should schedule both time and resources for internal reviews of the project constructiondocuments,ifpossiblebeforetheprojectisissuedforbiddingornegotiation.Insmallfirms,thereviewmightbemadedirectlybytheprojectmanager.Inlargefirms,themanagermayselectareviewer,oftenaleaderfromanotherproject.Specificationwriterscanprovidevaluableinternalpeerreviewsastheirfamiliaritywiththeprojecthelpsthemcoordinateterminologybetweendrawingsandspecificationsandidentify areas in the drawings where materials or systems have not been correctly represented.

External review of the project documents can also be useful. The project manager should welcome such reviews, whether they are provided by owners, contractors or subcontractors, agencies to which application havebeenmadeforbuildingpermits,orarchitectsorengineersspecializinginplanchecking.Mostexternalreviewsprovideanexcellentopportunityfortheprojectmanagertoimprovethequalityofdrawingsandspecifications.

www.aia.org

www.ncarb.org


432

resources

3D


Learn more about project Quality Management Best Practices via the Architect’s Knowledge Resource (AKR): www.aia.org/practicing/bestpractices/AIAB091186

Concluding the ProjectThis management activity encompasses closeout tasks, such as delivering warranties and operating manuals to the owner, and housekeeping activitiessuchasarchivingprojectfiles.Thisactivityshouldalsoincludeinvestigationstodeterminethequalityoftheservicesthatwereprovidedand efforts to obtain opinions from the owner, and possibly the contractor, about those services.

Post-Construction EvaluationThe most valuable insight into the effectiveness of the architect’s services can come from discussing those services with the owner and contractor immediately after occupancy of the project. At this time, minor irritations and recollection of bumps in the road are still fresh in their minds. While no architect wants to be beat up over minor issues, all want to improve the qualityoftheirservices.Ifaprojectissuccessful,theclientandcontractormay later decide not to mention the little things. The reality of professional service is that what the clients and contractors experience—as users of thearchitect’sservices—countsagreatdealindeterminingthequalityofthe experience. Following are several ways to carry out post-construction evaluation:

• Team roundtable and project debriefing. When construction is complete and the architect’s services are concluded, the project team may be scattered to the winds. Still, the project manager should gather the remaining troops and share insights gained from discussions with the owner and contractor, as well as detail the degreetowhichthefirm’squalityandfinancialgoalsweremet.Anequallyimportantobjectiveofaprojectdebriefingistoallowmembers of the project team to discuss their experiences, and to offer suggestions and ideas for improving work on future projects.

• Year-end review with the client. While it is ordinarily an additional service, many architects make a post-occupancy evaluation part of their normal services, especially with repeat clients. A walk-through, or even an inspection is conducted approximately a year after occupancy. This is done with the owner, supervisory personnel, and operations and/or maintenance staff to compare programmed use with actual use, the effectiveness of the design, and the performance of materials and systems. The year-end review allows the architect to reinforce the positive aspects of the relationship with the client. It also provides a heads-up on any problems the owner may be having with the project. While no one enjoys learning of problems that may be brewing, it is certain that bad news—if it is present—does not get better with age.

• Mistakes are reality. Although no one likes reliving the mistakes they have made, mistakes are a reality. Architects rarely prepare perfect sets of drawings or provide perfect services. As the project team explores what they did wrong or what they can do differently next time, the project manager should remind them that the purpose of revisiting project experiences is to improve

www.aia.org

www.ncarb.org



notes


433

3D


the architect’s services—not to castigate participants. Nonetheless, when discussing mistakes, particularly with the owner, an attitude of contrition is preferable to one of defensiveness.

ConclusionGoodprojectmanagementiscriticaltoanyarchitecturefirmcommittedtoprovidingexcellentservices.While the expansive nature of project management can be challenging to describe, its basic tasks include determiningwho,when,andhowtheworkwillbedone;directingandleadingthosewhowilldothework;trackinghowprogresscomparestowhatwasplanned;takingactiontomakecourseadjustmentswhendeviationfromtheplanisrequired;andevaluatingandcommunicatinghowwelltheworkwasperformed.Yet project management is more than just a series of tasks. The project manager embodies professionalism, accountability,andintegrity.Inlinewiththesemoresubtleandlessapparentqualities,projectmanagementcan also be viewed as an attitude and a way of going about one’s work. For these reasons, a wise architect or other design professional will remain a student of project management throughout his or her career.

Written by Grant A. Simpson, AIAGrant A. Simpson has served as a project delivery leader for several firms, including RTKL Associates and HKS, where his responsibilities included construction documentation, project management, and loss prevention activities. Simpson served as chair of the 2006 AIA Practice Management Knowledge Community advisory group and currently serves on the AIA Risk Management Committee.

www.aia.org

www.ncarb.org


434

3D


Technical Coordination MeetingsSupplemental Experience for eight (8) Core IDP Hours

Participateinatechnicalcoordinationmeetingduringorjustfollowingdesigndevelopment,atyourfirmoryourmentor’sfirm.Themeetingshouldincludeatleastoneoftheengineeringteammembers,preferablymore. Prepare for the meeting, actively participate in it, and afterwards prepare meeting minutes.

Activity - CorePrepare for the meeting by reviewing “in progress” drawings for the engineering disciplines along with the architectural drawings. Are the engineering systems supporting the architectural design ideas put forth in the schematic design? Are adjustments to the overall design agreed upon?

Duringthemeeting,listentothediscussionandtakenotes.Besuretoaskquestionsifyoudon’tunderstand an issue.

After the meeting use your notes and prepare a presentation for the project as if you were giving the meeting for the client, be sure to include in your presentation:

• Project’sscope,quality,andcost.• Any alterations to systems or designs.• Any other issues that the client may need to know• Explaindetailsforspecificcomponents.

ShareyourworkwithyourIDPsupervisorormentorandmakesuggestedchanges.Documentthefinalversion as a PDF.

www.aia.org

www.ncarb.org


435

3D


Attend a Project Meeting & Write a Meeting ReportSupplemental Experience for eight (8) Core IDP Hours

Interaction with design team members, clients and contractors during project meetings is one of the most common activities of the project manager’s daily professional life. Sometimes it seems that meetings will never end. Meetings are generally scheduled because there are important project issues to be discussed. Whenever important project issues are discussed, it is important to document those discussions.

Preparing accurate and detailed reports of meeting discussions is one of the most important aspects of managingandmonitoringtheflowofassignmentsandapprovalsonaproject.Themeetingreportisoneofthe project manager’s most important tools.

Some managers tend to put off the tedium of preparing reports. Your goal is to begin to develop an attitude that the report is an import and useful tool that should not be considered tedious or be put off to another day.

Please reference the following source:• The Architect’s Handbook of Professional Practice, 14th ed. Chapter 13.2 - Managing Architectural Projects

Meetwithyoursupervisortomakearrangementstoattendaprojectmeetingforaprojectinyourfirmoramentor’sfirm.Ideallythemeetingwouldinvolve8to10,ormoreattendees,andtakeplaceduringthedesign development or construction documents phase.

Before the meeting, meet with the project manager to discuss the project background. If possible, read the manager’s meeting reports from the previous two or three meetings. Discuss the project manager’s preferred meeting report format.

Attend the meeting, and as an endeavor separate from the formal report prepared by others, prepare a report recording your impressions of the events of the meeting. Afterwards compare your report with the formal report and note the differences.

Asyouprepareyourreportanswerthefollowingquestions:• Is it necessary to record every statement made by attendees?• Is it possible to keep track of the important issues without actually taking down issues verbatim?• Wasthemeetingwellorganizedandeasilyfollowed?• Was the agenda effective in stimulating conversation?• Were the attendees prepared to discuss the issues?• Didtheissuesthatwereimportanttoberecordedinthereportthesubjectofsufficientfocusduring

the meeting?• Were you able to identify report items that would help the team accomplish project management

goals?• Were the next steps agreed upon by attendees?


Activity - Core

www.aia.org

www.ncarb.org


436

3D


Study a Firm’s Job Cost Budget ProcessSupplemental Experience for eight (8) Core IDP Hours

Mostfirmsrequiretheirprojectmanagerstomonitorthefinancialperformanceoftheirprojects.Somefirmsassesstheprojectmanager’sperformanceonthebasisoftheprofitabilityoftheirprojects.However,thereisnohardandfastsetofrulesformonitoringprojectprofitability.Nonetheless,inmostfirmstheprojectmanagermustunderstandtherelationshipofprojectdeliverywithinthecultureofthefirmtothefirm’sprofitability.

The architect’s labor—the project staff—is the most expensive cost that the project manager can directly control.Theprojectlaborisfurtherqualifiedbytheprofessionalknowledgeandabilityofeachteammember.Finally,thereisnoperfectprojectteam,fortheprojectmanager’splanningpurposes;thereareonlyaverageproject teams.

Activity - CorePlease reference the following source:

• The Architect’s Handbook of Professional Practice, 14th ed. Chapters 13.2 - Managing Architectural Projects and Chapter 13.3 - Project Controls

Meetwithyoursupervisorormentortodiscusshowtheirfirmallocatesexpertise,timeandexpensestoitsprojects. Discuss the project manager’s role in developing performance budgets for its projects. Discuss thefirm’saccountingsystemandhowcostsareallocatedandtracked.Discusshowthefirmaccountsforindirectexpensesandoverhead.Thefirmmayhavelearningtoolstohelpyouunderstandtheseissues.

Workingwithyoursupervisorormentor,selectanexampleprojectfromtheiroffice,inanyservicephase, for which you will hypothetically plan the job cost budget. This will be an iterative process. Meet and review your work with your supervisor several times to develop an understanding of how time and resources are consumed as the project is delivered.

Using available forms and processes, prepare a job cost budget and summary that addresses the questionslisted:

• Howmanyemployeesarerequiredtoproducethearchitecturalworkduringeachphaseofservice?

• Building upon the “work plan” concept, how long will each phase of service last?• Whathourlybillingratedoesyourfirmbudgetforeachcategoryofemployee?• Doesyourfirmhaveaprofittargetbudget,orisprofitbudgetedaswhatremainsafterexpenses?• Whatisthedifferencebetweenaprofittargetandwhatremains?• Howdoesyourfirmbudgetthecostofconsultants?• What is the difference between “direct” expenses and “indirect” expenses?• Howdoesyourfirmbudgetforreimbursedexpenses?• Howdoesyourfirmbudgetfornon-reimbursedexpenses?• How often are project management reviews held? Every two weeks?

Compareyourcompletedjobcostbudgetwiththefirm’sactualjobcostbudgetandmakenotesaboutthedifferences in your summary.


www.aia.org

www.ncarb.org


437

3D


Prepare a ProposalSupplemental Experience for eight (8) Core IDP Hours

Mostarchitecturalfirmssubmitaproposalforarchitecturalservicestoprospectiveclientsbeforetheyareawardedanewprojectcommission.Theproposalisusuallyproprietarytothefirm,withdifferentfirmshavingdifferentproposalphilosophies.Somefirmspreferverybriefformsofproposal,whileotherfirmsprefermoredetailedproposalsthatreflectlessonslearnedthehardway.TheAIAhelpsarchitectswiththeirproposalsthroughtheuseofAIA305™,Architect’sQualificationStatement.

Proposals should have some fundamental components, including:1. Description of the project2. Scope of services to be performed3. Thefeequote4. Payment terms5. Discussion of schedule6. Terms and conditions

Please reference the following source: • The Architect’s Handbook of Professional Practice,14thed.Chapter11-ProjectDefinition

View and download the following sample documents for reference:• AIA B101™, Owner-Architect Agreement• AIA A201™, General Conditions of the Contract for Construction• AIA305™,Architect’sQualificationStatement

Workingwithyoursupervisorormentor,selectaprojectintheirofficethatisintheproposalphase,orarecentlyawardedprojectforwhichaproposalwasrecentlyprepared.Obtainacopyofthefirm’scurrentAIA305™,Architect’sQualificationStatement.IfthefirmdoesnotusetheArchitect’sQualificationStatement,thenobtainacopyoftheircurrentmarketingmaterialthatliststhefirm’squalifications.Alsoobtainacopyofthefirm’sformofproposalthatwillbeusedonthisproject,oracopyofarecentproposalfromadifferentbutsimilar project.

Discussthefollowingquestions,andanyothersabouttheproposalprocess,withyoursupervisorormentor.• Howwillfeesbequoted(percentofconstructioncost,lumpsum,$persquarefoot,etc.)• How will the services to be provided be described?• Who will pay for consultant’s services?• Who will pay for routine expenses, like travel, lodging, or postage?• What terms and conditions will be proposed?• What will be the payment terms?

Independentofthefirm’sactualproposalpreparation,youaretoprepareadraftproposalfortheproject.As you work through the proposal draft include the following information:

• What kind of project is it?• How does the project complexity or schedule affect services and fees?• Whatservicesarerequired?• What fees are appropriate?

Thefirsttimeyouprepareproposalmaybeaconfusing,possiblyintimidatingexperience.Consultyoursupervisorfrequently.Compareyourdraftproposalwiththefirm’sactualproposalandmarkupthedifferences.Share your work with your IDP supervisor or mentor and make suggested changes.

Activity - Core

www.aia.org

www.ncarb.org



438

3D


Prepare a Draft Work PlanSupplemental Experience for eight (8) Core IDP Hours

The very mention of preparing a work plan to show a client how a project will be delivered strikes fear in the hearts of most project managers. This chapter narrative and the corresponding narrative in Chapter 13.2 - Managing Architectural Projects in The Architect’s Handbook of Professional Practice describe the fundamentals of a work plan. More information or less information can be compiled at the project manager’s option.Preparingaworkplanisnotparticularlytedious,norisitaburdensomeprocess,butitdoesrequireattentiontodetailtoorganizeallofthecomponents.

The work plan concept revolves around how you will manage a project. Components can be suggested, but finaldecisionsaboutthecomponentsandtheircontentwillbeareflectionofyourownprojectmanagementapproach.

Activity - CorePlease reference the following source:

• The Architect’s Handbook of Professional Practice, 14th ed. Chapter 13.2 - Managing Architectural Projects

Workwithyoursupervisorormentortoselectaprojectintheirofficethatisintheproposalstagetoserveas a working exercise in developing a work plan.

Your work plan is to include, at a minimum, a preliminary draft at least 5 of the following components:• Projectdescriptionandclientrequirements• Statement of deliverables• Teamorganizationchart• Responsibility matrix• Preliminary project schedule• Preliminarystaffingneeds• Project directory

Asyouprepareyourworkplan,answerthefollowingquestions:• Who are the core players from the various companies who will be involved?• What form of contract is contemplated?• What kind of project is it?• Whataretheowner’sschedulegoalsandrequirements?• Whatconsultantsarerequiredtoassembleanappropriateprojectteam?• Howmanyemployees,andatwhatskilllevelsarerequired?• What work is to be done, explained in terms of services and deliverables?• What is an appropriate fee for the professional services you will manage and provide?

Compareyourdraftworkplanwiththefirm’sactualworkplaninplacefortheproject,ifthereisone,andmark up the differences.


www.aia.org

www.ncarb.org


439

3D


Devising a Schedule for the Production of Construction DrawingsSupplemental Experience for eight (8) Elective IDP Hours

Devisinganefficientbutrealisticscheduleforproductionofconstructiondrawingstakesconsiderableexperience. The following are among the key factors in creating a production schedule for construction drawings:

• Totalquantityofdrawingstobeproduced(fromassessmentsmadewhilegeneratingthemock-upset)• Complexity of the work• Clarity and consistency of decisions made during the DD phase• Division of the work among members of the project team• Number and relative experience of the individuals available to do the work• Otherworkinprogressattheofficetowhichteammembersmightoccasionallybeassigned• Propersequencing(somedrawingscanonlybedoneafterothershavebeencompleted)• An understanding of the potential of your working tools and methods. (For example: CAD systems

provide the architect with a range of tools to facilitate the drawing, review, and coordination of documents.)

• Document review, coordination, and approval processes by internal and external team members• Consultants’workingprocessesandefficiency• Mode of project delivery (e.g., fast track or conventional)

AtthebeginningoftheCDphaseofaprojectinyouroffice,useamock-upsetofdrawingstodeviseaschedule for the production of construction drawings. Ask your mentor and/or the project manager for help. Considertheissuesenumeratedabove.Askseniorcolleaguesintheofficetoreviewyourwork.

Updatethescheduleperiodically,keepingtrackofthechanges,untiltheendoftheCDphasetoreflectchanges in the work and in your understanding of the project scope. Assess your ability to foresee the progression of the work.

Writeabriefreportonthescheduleyoucreatedandbesuretoanswerthefollowingquestions:• Howsimilarisyourinitialscheduletothefinalschedule?• What did you successfully account for in your schedule?• What were you not able to account for initially?• What would you have done differently with your schedule?


Activity - Elective

www.aia.org

www.ncarb.org


440

3D


Observing Contractor SelectionSupplemental Experience for eight (8) Elective IDP Hours

While contractor selection procedures are well documented in AIA publications, architectural observation and judgment is a necessary component in choosing the right company for the job.

Setupameetingtointerviewoneoftheseniormembersofyourfirmoryourmentor’sfirmabouttheircontractorselectionandnegotiationprocess.Lookforanswerstoquestionssuchasthese:

• Isthiscontractorselectionapproachtypicalforyourfirm,oraredifferentstrategiesusedfordifferent kinds of clients and projects?

• Does the process unfold smoothly, or are there bumps in the road?• When does the discussion about the mode of contractor selection take place?• Are any other options for project delivery considered, or is the choice obvious?• Now, arrange to attend a meeting where contractor selection will take place. Write a narrative

summarizingtheselectionprocess.Wasitthesameasyouroriginalinterviewrevealed?Whyorwhy not?

Prepareareportsummarizingyourobservationsontheprocessanditsoveralleffectiveness.


Activity - Elective

www.aia.org

www.ncarb.org


441

3D


Understanding Integrated Project Delivery Terminology in the Construction PhaseSupplemental Experience for eight (8) Elective IDP Hours

In this scenario, you have a repeat client who is very interested in integrated project delivery. The client is awarethatyourfirmhastransitionedovertoBuildingInformationModelingcapability.Theclient’sfavoritecontractor has purchased 3-D CAD software, and he has indicated that he would like to be part of an IPD team.

The client calls and asks you to set up a meeting to discuss the possibility of everyone working together in an IPD scenario. She is aware that everyone is not familiar with IPD terminology, and she suggests that the firstmeetingwouldbeagoodtimetoreviewtheIPDprocessandterminology.Sherequeststhatyousendout a memorandum calling for the meeting and to also research an attached list of IPD terms in preparation for the meeting. The list includes the following terms:

Please reference the following source: • Integrated Project Delivery: A Guide, by AIA National and AIA California Council

View and download the following sample document for reference:• AIA Document A195™, Standard Form of Agreement Between Owner and Contractor for Integrated Project Delivery

Researchthelistandprepareashortnarrativeexplainingeachterm.RealizingthatIPDisadevelopingprocess, attempt to explain each term by relating it as much as possible to existing processes and terminology.

Asyouprepareyourresearch,answerthefollowingquestions:• What IPD terms are not on the list?• What format can I use to make the presentation simple and easy to understand?• Should I send out the list early for owner and contractor input prior to the meeting?

Prepareamemorandumrequestingthemeetingandlistanagendafordiscussion.Asyoupreparethememorandum,answerthefollowingquestions:

• What are the primary topics to be discussed?• In what order should each attendee speak?• How can I separate the topics under the categories of owner, architect and contractor?


Activity - Elective

• Building information modeling• Collaborative estimating• Collocation• Concurrency• Continuous design• Design-assist contracting• Design structure matrix (DSM)• Early downstream information user input• Information dependencies

• Integrated practice• Integrated project planning• Integrated project schedule• Intersection criteria• Project extranet• Teaming agreement• 4-D Modeling• 5-D Modeling

www.aia.org

www.ncarb.org

http://www.aia.org/contractdocs/AIAS077630



442

3D


Trying to Understand the Contractor’s Point of ViewSupplemental Experience for eight (8) Elective IDP Hours

Relationships between the owner, the design team, and the contractor are especially important in sustainable projects. Unfortunately these relationships can become adversarial. Efforts by the contractor can make or breakprojectcertification.

The sustainable design process used by the USGBC can be a vehicle for developing relationships based on shared problem solving that can resolve many issues before they fester. Jody Gittell, in her book The SouthwestAirlinesWay,describeshowSouthwestAirlines,themostunionizedworkforceintheairlineindustry, has developed productive relationships with the unions while other companies have suffered. In this scenario, early in the design process, before the contractor has been selected, the owner and PM are looking at the LEED for New construction checklist. The owner asks the PM about the feasibility of some of the credits that are primarily contractor responsibility.

Would selecting a contractor early help facilitate the LEED process? What can the PM say to support the importance of the owner selecting a contractor early in the process?

Please reference the following sources: • AIA Sustainability webpage: www.aia.org/sustainability • AIA 50to50: www.aia.org/about/initiatives/AIAS076530• LEED Reference Guide for Green Building Design and Construction. U.S. Green Building Council, 2009. If your

company does not have a copy it can be ordered at www.usgbc.org. (Note: the Reference Guide for Public Use and Display that is free to download on their web site does not have the tables you will be using for this exercise.)

• The Southwest Airlines Way, Using the Power of Relationships to Achieve High Performance. Jody Hoffer Gittell. 2003, McGraw Hill.

Working with your supervisor or mentor select a local LEED accredited contractor to interview. Interview the contractor to identify processes used to achieve the credits. Use the interview process to learn what contractors bring to the design of sustainable construction projects.

Identifyalloftheprerequisitesandcreditsthatareprimarilytheresponsibilityofthecontractorbyreviewing the “Table 1: Credit Characteristics” in the LEED Reference Guide for Green Building Design and Construction (there are 6 total listed on page 2 of the overview of each major category).

Questions you should answer:• When is best for the contractor to become involved in the project?• Are any points lost if contractor selection doesn’t happen until Construction Documents phase or

later?• How is documentation different from non-LEED projects?• HowdoesLEEDcertificationaffectthevalueengineeringprocess?• What outcomes did the contractor like versus ones they didn’t like?• Do they have any lessons learned to share with the design team?

Write a report identifying successful contractor strategies for dealing with sustainable projects, and how theContractorcanhelpfacilitatethedesignandconstructionofLEEDcertifiedprojects.


Activity - Elective

www.aia.org

www.ncarb.org

http://www.aia.org/sustainability

http://www.aia.org/about/initiatives/AIAS076530

www.usgbc.org


443

3D


Matching Delivery Mode to Client NeedsSupplemental Experience for eight (8) Elective IDP Hours

Client #1Stratocaster School of Music is a small educational institution. It is governed by an executive director and a board of directors for major decisions and an administrative staff for day-to-day operations. Faculty, staff, students, alumni, and community members are the school’s major constituent groups, and each has its own needs and agenda. The school plans to build a performance facility on a prominent site that will have an impact on both the campus and the surrounding neighborhood. The budget, funded by a private gift and alumnicontributions,isfixedandtoosmalltoaccommodateallofStratocaster’sneeds,buttheboardvaluesbuilding function and aesthetics. Nonetheless, the executive director is under pressure from the board to get thefacilitybuiltasquicklyaspossible.Atthesametime,theboardisriskaverseandthusunlikelytoagreeto begin construction before overall costs have been determined.

Client #2IvanaProfitisarealestatedeveloperwhoseeksthehighestreturnonherrealestateinvestmentsintheshortestpossibletimeframe.Currently,shehasanoptiontobuyasiteonwhichsheplanstobuildanofficebuilding. The design will be determined by well-established criteria for commercial real estate development. Aestheticrequirementscallforamoderatelyhighleveloffinishandmaterialsbutmostlystraightforwarddetailing.Tenantfit-outwillbehandledunderseparatecontracts.Profit’sfinancesmustbeinorderbeforeshe can close on the property, but she is currently negotiating with a major tenant and has not determined afixedconstructioncost.Consequently,Profitispayingfordesignserviceswithspeculative,out-of-pocketfunds.Assoonasthefinancingisset,thesqueezewillbeonfordesigntimeandmoneybecauseProfitwillwanttogetconstructionunderwayasquicklyaspossible.

Client #3Magneto Systems is a growing automotive parts manufacturer with extensive operations in North America. It maintains a fairly lean in-house facilities engineering division that manages real estate, design, and construction services for manufacturing, administration, and research and development in North America. MagnetoplanstobuildalargemanufacturingfacilityinMalaysia,itsfirstforayintooverseasmanufacturing.Thecompanyisunderenormouspressuretogetthefacilitybuiltquicklyandtogetproductsmanufacturedand shipped to its Asian customers. The facilities engineering staff can provide detailed information about theirneeds,includingpreliminarydrawingsandspecifications,buttheydonothavetheexpertisetomanagedesign and construction overseas.

Consider the preceding client types and projects. For each client, determine which mode of project delivery seems most appropriate, and then write a memo describing the most suitable option to the client. Include a discussion of which type of project would be best suited for integrative project delivery. Be sure toincludespecificreasonsthedeliverymethodisbestfortheclient’ssituation.


Activity - Elective

www.aia.org

www.ncarb.org


444

3D


Integrated Project Delivery Team DesignSupplemental Experience for eight (8) Elective IDP Hours

Inthisscenario,yourfirmhasbeenselectedtojoinadesignandconstructionteamthatwilluseIntegratedProject Delivery (IPD). The owner has asked you to be the Integrated Project Coordinator and the prime designer. The construction team will have a prime constructor and trade contractors that will provide cost, schedule and constructability information for the team during the criteria design (expanded schematic design) phase.

Theprojectisa15storyofficetoweryouhavedesignedinadowntownurbanzoningdistrict.Todate,youas the prime designer, your engineering consultants and the prime constructor have formed an effective teamworkingthroughtheconceptualization(expandedprogramming)phasetogetherandstayingonthedemanding budget and schedule the client has set out for you.

You have just completed a preliminary BIM (Building Information Model) showing the design with a bank of4elevatorstoserviceallfloorsofthebuilding.Theprimeconstructorhasdesignatedalocalelevatortrade contractor to provide the team with cost and scheduling information for the proposed design. Upon reviewing the model with the team, the elevator trade contractor hesitates when asked about the current elevator design. He does not agree with the choice of elevator manufacturer you have shown in the model becauseoftheleadtimesrequiredtodelivertheelevatorfromthatmanufacturer.Theelevatorheproposeshasalargercabthanthecabyouhavechosenandrequiresalargershaftsize.Youstarttowonderifthereis some other issue that is affecting his decision making process about the elevator. If you enlarge the area to accommodate this new cab it will affect other programmed spaces that in turn will force a rethinking of the structural system. This, in turn, will impact the net rentable area negatively.

Ultimately,theteambecomesveryconcernedabouthowthiswillimpacttheowner’sfinancialmodelandtheprojectingeneral.Inshort,yourealizethisisanissueofmoneyversustime.

Who is right? Which issue should take priority? When do scheduling and constructability issues trump the concernsofthedesign?Whatdoyousaytotheclientasateam?Howdoestheteamresolvethisconflictand set priorities for the review process as a team? Should the team replace the trade contractor? Who is goingtomakethefinaldecisioninthistypeofprojectdeliveryenvironment?

Please reference the following source:• Integrated Project Delivery: A Guide, by AIA National and AIA California Council

Review the above source for IPD principles as the relate to “Criteria Design” (Expanded Schematic Design). Review the outcomes and primary responsibilities for criteria design phase. List the differences between this type of project delivery and traditional design-bid-build during this phase of the project.

List the additional team members that are involved in the project during criteria design and would not be present during a typical schematic design phase.

Outline in memo form how you (as the prime designer) propose to resolve this dilemma regarding the elevatorsandaddressthequestionsposedabove.


Activity - Elective

www.aia.org

www.ncarb.org



445

3D


Prepare a Staffing PlanSupplemental Experience for eight (8) Elective IDP Hours

An integral part of the project managers “work plan” is determination of which employees are available to workontheproject,whataretheircapabilitiesandqualifications,andwhenandhowlongaretheyavailable.Thecapabilitiesandqualificationsofthepeopleavailabletoworkontheprojectrarelymatchtheprojectmanager’s exact assessment of the needs of the project. An effective project manager will often have to work with the employees that are available, matching their personalities and skills to the assignment at hand, as best they can.

Accordingly, assessing the needs of the project, and arranging for appropriate staff is no simple matter. It is an issue imbued with availability, subjectivity, opinion and sometimes second guessing.

Please reference the following source:• The Architect’s Handbook of Professional Practice, 14th ed. Chapters 7.2, 7.3, 7.5, 7.6, 13.1, 13.2, and 13.3.

Work with your supervisor or mentor to select a project that will serve as a working exercise in learning todevelopastaffingplan.Forpurposesofthisapplication,muchlikeactualpractice,youwillprepareanidealstaffingplanwithoutregardtoeachemployee’sactualavailability.Yourprimaryfocuswillbetoestimatethenumberandskillsetoftheidealprojectteamrequiredtoproducetheworkonyourproject.

Inordertobeginpreparationofastaffingplan,obtainacopythestaffing/organizationalcharttemplateorformusedbythefirm(oryoumayusethechartintheThe Architect’s Handbook of Professional Practice, 14thedition,page705,asaguide).Discusshowtheformworksineverydaypracticeatthefirm.

Discussthefollowingquestionswiththeactualprojectmanager:• Whatpositionsarerequired(draftsperson,jobcaptain,projectarchitect?)• What levels of experience are necessary for each position?• Whatactualemployeesareidealforeachrequiredpositionandwhy?• Isitappropriatetoassignemployeestopositionsrequiringmorethantheircurrentlevelof

experience so they are continuously challenged?

Obtainthefirm’sresumesforeachemployeetobeconsidered.Asyouprepareyourstaffingplan,answerthefollowingquestionsonyourown:

• Do you agree that they are the right person for your assignment?• Istheemployee’sexperiencecommensuratewiththeexperiencerequired?

Compareyourdraftstaffingplanwiththefirm’sactualinplacestaffingfortheprojectandmarkupthedifferences.


Activity - Elective

www.aia.org

www.ncarb.org


446

3D


Integrated Project Delivery Team for a Non-Profit Housing CorporationSupplemental Experience for eight (8) Elective IDP Hours

Inthisscenario,youserveasaMemberoftheBoardofDirectorsforacommunitybasednon-profitcorporationnamed Housing for Sale. The Charter for the Corporation includes language that describes the goals for “Housing”.Amongthesegoalsisapromisetodelivergoodqualityprojectsthatcreatesbelowmarkethousingto the community. Also included in the delivery of a project is a promise to bring fair wages to the construction workers and others involved with the project.

TheBoardhasauthorizedthestartofanew15storyhousingproject.“Housing”hasbeenconsideringaparticular Architect and General Contractor to team up to deliver the project. They are unsure how the team should be formed and want more information before a decision is made. In the past, Housing has used the Traditional Design-Bid-Build method and on more recent projects, Design-Build. The Board likes that single team approachandquicknessofdeliveryofDesign-Buildbutdonotlikethelackofcontroloveranyoftheprojectaestheticsanddetailingoncemostofthebudgetiscommittedandtheconstructionoftheprojectintensifies.

HousingforSaleisaveryprogressiveorganizationandyourfriend,theExecutiveDirector,hasheardaboutIntegrated Project Delivery or IPD. In fact, the interest in learning more about this has generated much conversation among members of the Board of Directors. They are hoping that this type of project delivery can improve the team aspect of design and construction while allowing the Board to have control over some of the aesthetic decisions that come up later in the project.

The Board has decided that before the Team can be selected, that you and the Executive Director make a presentation to review your understanding of the project, explain to the Board how this type of project delivery wouldbeusedforthisproject,discusstheadvantagesanddisadvantages,andansweranyquestionstheymayhave. The Executive Director shows his concern about how some of the Board policies could be enacted with IPD being used.

TherearethreeconcernsthatalmostallBoardMembersshareabouttheproject.ThefirstisthatBoardpolicyrequiresopenandcompetitivebiddingforalltrades.ThesecondisthattheprojectmustembraceFairLaborpractices and in particular meet local union wage scales for all work performed. The last item relates to the Board being very proactive at the project level. Since it is a community-based corporation, they are very sensitive to how the overall community receives the project. As a result, the Board is interested in having control over the outcomes of the project.

Is IPD a good method of project delivery for this type of client and project? Or would another mode of delivery suit thisprojectbetter?HowwillIPDbenefittheproject?HowdoestheOwnercontroltheoutcomesoftheproject?How do you add good design to the list of desired outcomes? What is your obligation as a Board Member?


Review the principles of IPD in the above source as they relate to this situation and project type. Write areporttotheBoardofDirectorswithaminimumof500wordsthatexplainsthreespecificadvantagesof using IPD for this project. Write a second report (400 words minimum) that addresses the following concerns that the Board has regarding the use of IPD: Competitive Bidding Practices, Fair Labor practices and local union wages, and How the Board will retain control of the outcomes of the project. Share your work with your IDP supervisor or mentor and make suggested changes.

Activity - Elective

www.aia.org

www.ncarb.org



447

3D


Project Delivery & Firm DirectionSupplemental Experience for eight (8) Elective IDP Hours

While AIA documents provide a solid foundation in traditional project delivery procedures, new alternatives should be explored.

Conduct research on recent trends in alternative project delivery approaches, including integrated project delivery.Theninterviewprincipalsandotherstofindoutwhattheseapproachesmaymeanforthefirm’sfuturework.Howmightalternativedeliverystrategiesaffectthefirm’s:

• alliances and partnerships,• client base and marketing,• technologiesandqualitycontrol,• hiring and human resource management,• and liability and insurance needs?

Create a short presentation on the range of project delivery alternatives available, highlighting their usefulness and particular characteristics. Discuss with your project manager if this would make a useful firm-widelunchtimepresentation.


Activity - Elective

www.aia.org

www.ncarb.org


448

3D


Understanding Design DevelopmentSupplemental Experience for eight (8) Elective IDP Hours

As an emerging professional, you should have the experience of preparing a set of design development documents, with all the related activities. This process typically includes the following tasks, which often overlap:

• Attend consultant coordination meetings and client meetings.• Establishfinalprogramverificationandcostdocumentation.• Participate in cost control and value analysis exercises.• Coordinate and cross-reference documents.• Identifyconflictsbetweenbuildingsystems,andcoordinatetheworkofconsultantstoresolvethose

problems.• Ensurethatspecificationsanddrawingsconformtoapplicablecodes.• Overall, advance the design of the building, as approved from the schematic design phase.

Chooseaprojectinyourofficeoryourmentor’sofficethathasrecentlycompleteddesigndevelopmentand prepare a case study of the activities performed. Speak with the team members, including the project designer, project architect, and project manager. Your overall job in this assignment is to illustrate in graphic format the timeline of this project for the DD phase, showing the various overlapping tasks. Follow thestepsbelowandmakeanarrativeofyourfindings.Thenarrativeshouldbeamoredetailedlookatspecificchangestosystemsandfunctionalabilities.

Download a sample copy of AIA Document B101™, Standard Form of Agreement Between Owner and Architect. Review the scope-of-work tasks outlined in AIA contract documents between owner and architect as well as the contract for the project. Do they differ with respect to the scope of services for design development? If so, why?

Speakwithoneormoretechnicalconsultantsontheproject.Howwastheirworksynchronizedwiththatof the architectural team? See if you can add the tasks of some of these team members to the timeline.

Evaluatethetimeline,aswellasthedesigndevelopmentdocuments.Wastheresufficienttimetoaddress all of the design development issues, or were some of them addressed during construction documentation?

• What would be the ideal timeline for this project?• What changes would you have done in DD?• Keep track of the approximate cost for each design task


Activity - Elective

www.aia.org

www.ncarb.org



449

3D


Understanding the Contractor’s Involvement in Integrated Project DeliverySupplemental Experience for eight (8) Elective IDP Hours

The elements of integrated project delivery (IPD) have been evolving for many years. Collaboration between team members has been effectively demonstrated in design/build, fast-track and currently with the building information model.

Thecontractor’sparticipationinintegratedprojectdeliveryvariessignificantlyfromthatintraditionalprojectdeliverymethods.InorderforthearchitecttoeffectivelyutilizeIPDheorshemustfullyunderstandhowandwhen the contractor is involved as well as their role in the overall process.

ThepurposeofthisexerciseistounderstandtheresourcesandthebenefitsthatthecontractorbringstoIPD and how the owner and the architect interact, collaborate, and work as a team to deliver the project.

Inthisscenario,yoursupervisorhasinformedyouthatyourfirmhasagreedtoparticipateinanintegratedproject delivery on a small project with a repeat client and a well-known local contractor. You will be providing construction administration services, and you have been directed to become familiar with the contractor’sinvolvementinIPDsothatyoucaneventuallysetupofficepoliciesfortheconstructionphaseon IPD projects.


View and download the following sample document for reference:• AIA Document A201™, General Conditions of the Contract for Construction

Review the reference documents to understand the relationships between the owner, contractor and architect in integrated project delivery and the differences from a traditional project delivery. Prepare a description of responsibilities of the owner, architect and contractor during the project phases: conceptualization,criteriadesign,detaileddesign,implementationdocuments,agencycoordination/finalbuyout,constructionandcloseout.Asyouprepareyourwork,answerthefollowingquestions:

• How does the architect’s relationship with the owner differ from traditional project deliveries?• How does the contractor’s involvement with the building design differ from traditional project

deliveries?• What types of collaboration occur between the owner, contractor and architect during the

conceptualizationphase?

Describe in detail the development of the following contractor issues and prepare a comparative timeline to the overall project delivery:

• Project cost• Contractor submittals• Project schedule• Project buyout

Asyouaddressthefouritemsabove,answerthefollowingquestions:• How are project costs affected by IPD?• How is the project time affected?• How will the architect’s submittal review time be affected?

Share your work with your IDP supervisor or mentor and make suggested changes.

Activity - Elective

www.aia.org

www.ncarb.org

http://info.aia.org/SiteObjects/files/IPD_Guide_2007.pdf



450

3D


When Your Project is Over BudgetSupplemental Experience for eight (8) Elective IDP Hours

Management of the project construction cost budget is complicated, involves many different parties, is an area over which the architect often has little control, and can be intimidating. It is also an area of practice where the architect’s opportunities and obligations may be heavily controlled by the owner architect agreement.

Please reference the following source:• The Architect’s Handbook of Professional Practice, 14th ed. Chapters 12.11 - Value Analysis and Chapter 14.2 -

Maintaining Design QualityView and download the following sample document for reference:

• AIA B101™, Standard Form of Agreement Between Owner and Architect

Meetwithyoursupervisorormentortoselectamediumsizedprojectfromyourofficethathasalreadybeenconstructedandclosedout.ObtainPDFfilesofacompletedsetofdrawingsandspecificationsforstudy and review. Assume that the following hypothetical events have now occurred on the project:

• YourownerarchitectagreementisanAIAB101™thathasnotbeenmodified.• Theownerhasappropriatelymaintainedthebudgetasrequiredby§6.2.• Theownerhaselectedtoproceedonthebasisof§6.6.4and6.7.• Construction documents have been issued for bids.• Theprojecthasbeenbidbyseveralcontractors,andtheclienthasidentifiedonecontractorwith

whomtonegotiateafinalconstructioncost.• Thelowestbonafidebidis20%overbudget.

Asyoumovetothenextstepofprojectmanagementanswerthefollowingquestions:• Whatisthedefinitionofconstructioncostapplicabletothiscircumstance?• Whichowner’sbudgetisthelowestbonafidebidtobecomparedwith?• What are your responsibilities for revising the design to meet the budget?• What are your responsibilities for the construction cost?• Arethereoptionsotherthan§6.6.4thattheownercouldconsider?

Prepare a summary of your obligations as the architect for making adjustments to the design in order to complywiththerequirementsofB101™.Reviewtheplansandspecificationsandbeginpreparingalistofdesignmodifications(sometimescalledvalueengineeringorvalueanalysis)thatcouldbeconsideredtoreduce costs. After you prepare your summary of contract obligations and review the documents, outline a plan of action that addresses the following issues:

• Is it possible to modify the project scope to reduce costs?• Willitbenecessarytoreducetheprojectqualitytoreducecosts?• Is the contractor’s bid reasonable? Is the architect the appropriate party to determine if the

contractor’s bid is reasonable?• What is an effective way to present your suggestions to the client?• Howwillredesigningatyourownexpenseaffectthefirm’sprofits?

Prepareareportthatenumeratesyourfindings.Includeaconcludingdiscussiononthechallengesofmanaging a project that is determined to be over budget late in the process.

Share your work with your IDP supervisor or mentor and make suggested changes.

Activity - Elective

www.aia.org

www.ncarb.org



451

3D


Examine Estimating Fees & Consider In-House Estimating Capabilities Supplemental Experience for eight (8) Elective IDP Hours

Inthisactivity,youwillexaminehowyourcurrentfirmoryourmentor’sfirmhandlescostestimatingservicesandthepotentialbenefitsandrisksassociatedwithcostestimatingservicesthroughaconsultantandasanin-houseservice.Todothis,haveconversationswiththefirm’sprincipalsandmanagers.Sincethevastmajorityoffirmsuseoutsideconsultantstoprovidecostestimatingservices,acostconsultantshouldalso be interviewed. Explain to them that this is an IDP activity to examine issues and not necessarily to recommendafirmwideapproach.

Beginthisactivitybyinterviewingexperiencedindividualsinyourfirmoryourmentor’sfirmwhoroutinelyhandle cost estimating services and coordination with cost estimating consultants. Follow up with a cost consultantwithexperiencewiththefirm.Developalistofquestionsanddiscussiontopicsinadvancesoyou make the most of your time together. Interview at least one principal, one senior manager and one current cost consultant on the following topics:

• Experiences: What has been the general experience working with cost estimating consultants? Has anyone internally prepared a cost estimate for a project? If so, at which stage(s) of the project?

• Attitudes and inclinations: What are the attitudes and characteristics of successful cost consultants?Whataretheirattitudestowardworkingwithyourfirm?Aretheymoreorlesscomfortableandconfidentindealingwithspecificpeople?Whataretheopinionsofyourfirm’sstaffto cost consultants?

• Coordination: How much time is typically invested in coordinating the work of cost consultants in each phase of the project from conception to completion? How is this time spent, by whom and how is it spread throughout internal disciplines and engineering consultants?

• Communications: What special considerations or challenges arise in communicating the work, thought, and language of the design team to the cost consultant and vice versa – especially during earlyprojectstages?Howareworkproductrequirementsandschedulecommunicated?

• Scope of work: Which tasks and work scope do cost consultants accept most and which do they tend to oppose? How are unanticipated changes handled?

• Fees: How much of the overall fee is typically allocated to cost estimating? Is there interest in your firmtohiringacostconsultantdirectlyand/orconductingsomeoftheworkinternally?

Examinethefilesfromtwoprojectscompletedbyyourfirm,andsummarizethepreparationofestimates,particularlytheflowandexchangeofinformation.Reviewemails,memos,letters,agreements,andotherwritten communications directly involving cost estimates. Examine the actual cost estimate work products for consistency, accuracy and format. Check for end client satisfaction.

Ask to attend several project meetings with cost estimating consultants on a project you are working on. Takenotesandaskquestionsafterthemeeting.


Activity - Elective

www.aia.org

www.ncarb.org


452

3D


Consultants Who Report Directly to the Client Supplemental Experience for eight (8) Elective IDP Hours

Inthisscenario,yourfirmhasbeenretainedtodesignalargeapartmentcomplex.Thedeveloperwantstousethesameengineersheusesonallhisprojects.Theyarenotfirmswithwhichyouhavearelationship.Thedeveloperwantsthesefirmstobeconsultantstoyou,sohecanholdyouresponsibleforacompleted,coordinated design.

There are problems from the beginning. The consultants have regular, direct design discussions with the client that do not include you or the architecture team. In addition, they are accustomed to providing much less analysis and documentation than you expect from other consultants you work with regularly.

The latest issue is the selection of the structural system. Based on experience with other projects you assumedthatthebuildingwoulduseaflatplateconcreteslabsystemwithcolumnsandshearwalls.Instead, the structural engineer and the owner have decided to use a masonry bearing-wall system with aproprietaryconcreteplankfloorstructure.Youareconvincedthattheyhavenotthoughtthroughallthe implications of using this system. The building will be 10 stories tall, and local contractors rarely use masonry bearing-wall systems for buildings of this height.

This system choice was made between the engineer and the developer before the architects were brought into the discussion. It is early in the design phase, but you can see a pattern developing that will lead to more serious problems in later phases.

Please reference the following sources:• The Architect’s Handbook of Professional Practice, 14th ed. Chapters 6.2 - Communicating with Clients, Chapter 6.3 -

Building Client Relationships, and Chapter 9.1 - Risk Management StrategiesView and download the following sample document for reference:

• AIA B101™, Standard Form of Agreement Between Owner and Architect

Ask your supervisor or mentor to help you arrange an exploratory discussion of the issues with a structural engineer and/or a major masonry contractor. Make notes of your discussions. Answer the following questions:

• What critical issues are involved in building a bearing-wall structure of 10 stories in height?• Are there likely to be issues about the proposed bearing wall system that will be particularly

problematic for the proposed apartment use?• Istheconcreteplankfloorstructureappropriateforapartmentuse?

Write a memo to the client outlining your concerns related to the proposed bearing-wall structural system.

Asyouprepareyourstudies,answerthefollowingrelatedquestions:• Why shouldn’t the structural engineer have private meetings with his client about the project?• Why should you be concerned that the developer and the other consultants are making design

decisions without including you?• Are their potential liability issues inherent in this scenario?


Activity - Elective

www.aia.org

www.ncarb.org



453

3D


Being the Client’s Advocate: Advising of Fast-Track RisksSupplemental Experience for eight (8) Elective IDP Hours

Architects tend to be and must be advocates for the design team. It is also a tenet of modern practice that architectscanbenefitintheirrelationshipswiththeirclientsiftheyareadvocatesfortheirclients.

Some clients are pleasant to work with and make it easy to advocate on their behalf. Other clients like to pointfingersandaremoredifficult.Nonetheless,allclientsaremorelikelytoappreciateyoureffortsiftheybelieve you are looking out for their interests and concerns.

Inthisscenario,youaretheprojectmanageronanew$30millionlifestyleretailcenterforoneofyourfirm’sbest clients. As the project has developed, the client has signed up major new retail tenants. The tenants requirecertainchangesthatwilltaketimetomake,buttheyalsomustbeopenforbusinessbythemajorend of summer shopping cycle. These changes will push the project into a fast track design and construction schedule.

Eventhoughthisisarepeatclient,theyaretraditionallydesign-bid-buildoriented,andyourfirmhasnofasttrack experience with them. You’ve heard war stories of clients asking the architect to pay for mistakes that are virtually inevitable in a fast-track scenario. You resolve to try to educate the client about risks inherent to fast-track.

Please reference the following source:• The Architect’s Handbook of Professional Practice, 14th ed. Chapter 13.4 - Managing Fast-Track Projects

After reviewing the above source, prepare a report comparing options for discussing the issue of fast-track with the client. Prepare a memo or a letter to the client explaining the risks inherent to fast-track.

Asyouprepareyourreportandletter,answerthefollowingquestions:• Can an architect who prepares designs based on assumptions about future issues, ever be entirely

accurate?• How would you respond to an owner who demanded that each fast-track package be complete and

completely coordinated with all future packages?• Should an owner budget the contingency funds to cover the risks inherent to fast-track?• Cananerror,madesolelytosupporttheowner’squestforspeed,beconsideredbetterment?• Whobenefitsmostfromtheowner’squestforspeed?• Howdoesthearchitect’sserviceasanadvocateforherclientbenefitthearchitectinthisscenario?• Does the letter or memo help set the client’s expectations for the architect’s services?


Activity - Elective

www.aia.org

www.ncarb.org


454

3D


Project Management During Construction PhaseSupplemental Experience for eight (8) Elective IDP Hours

Construction administration is one of the most complex and risk intensive areas of architectural practice for theprojectmanager.Dutiesandresponsibilitiesaredefinedbycontractduringthisphaseofservicemoresothaninanyotherphase.Somefirmsaugmenttheprojectmanagerwithadedicatedconstructioncontractadministratorduringthisphase.Somefirmsassigntheoriginatingprojectmanagertoprovidetheservicesduring this phase.

Manyquestionsabouttheservicestobeprovidedbythearchitectariseduringconstruction.Thesequestionscan generally be answered by a thorough review of the owner-architect agreement and the general conditions of the contract for construction. These documents are not always AIA documents. For this activity we will assume that they are.

Please reference the following sources:• The Architect’s Handbook of Professional Practice, 14th ed. Chapter 12.5 - Construction Contract Administration

View and download the following sample documents for reference:• AIA B101™, Standard Form of Agreement Between Owner and Architect• AIA A201™, General Conditions of the Contract for Construction• AIAG702™,ApplicationandCertificateforPayment

After reviewing the sources above, prepare an outline report delineating the architect’s primary responsibilitiesduringtheconstructionphaseasrelatedtomeansandmethods,answeringquestionsaboutthearchitect’sdocuments,shopdrawingsandcertificationthattheworkisbeingconstructedinaccordance with the contract documents.

Asyouprepareyourreport,answerthefollowingquestions,andcitetheAIAdocumentsectionthataddresses the issue:

• Who is responsible for means and methods of construction?• Who is responsible for deciding how the Work will be apportioned among the bidders?• WhoisresponsibleforschedulingandsequencingtheWork?• Is the Contractor responsible for attempting to answer RFIs before they are sent to the Architect?• Who is responsible for initially checking shop drawings and submittals?• Who supervises the Work?• WhosequencestheWork?• WhoinspectstheWorktodeterminethatsubsequentWorkcanproceed?• WhoinitiallycertifiesthattheWorkisinaccordancewiththecontractdocuments?• Who warrants the Work, and to whom is the Work warranted?


Activity - Elective

www.aia.org

www.ncarb.org



455

3D


Professional Liability Insurance/Risk Management Supplemental Experience for eight (8) Elective IDP Hours

Understanding your contractual responsibilities is paramount to initiating a successful project. There are numerous variations of the services to be provided. Additionally, how a consultant’s work is incorporated and how a consultant is contractually obligated to a project can be established in various ways. This activity is to determine what to include in the preparation of a proposal, and most importantly, which consultants will share yourliability.Considerthefollowingcriticalquestions:

• Whoistheclient—whoispayingthearchitecturalfeetomyfirm?• Isthesitelocationconfirmed?Aredocumentsavailablethatlegallydescribetheprojectsite

dimensions,elevations,setbacks,rightofways,zoningregulations,andanyotherrestrictionswhichmay apply to the site or the project?

• Has the client contracted with a civil engineer?• Hastheclientprovidedyouwithazoningreportpreparedbyazoningattorney?• Has the client provided a space program for the project?• Has a geotechnical investigation been provided for the project site? Has the client contracted a

geotechnical consultant?• Whatconsultantswillberequiredfortheproject?Willtheybecontractedtotheclientorthearchitect?• DoIhavesufficientinformationtopreparemyproposal,orhowmustIclearlyidentifymycontractual

responsibilities for my work and my consultants’ work?

Therearemanyadditionalquestionsthatapply,butforourpurposeswewilllimitthelisttotheitemsabove.Consult with peers who have experience in this area, and be sure to consult your legal counsel prior to signinganycontract.Gainasmuchinformationaspossibleaboutaprojectpriortofinalizingyourproposal.Be unambiguous about your duties and responsibilities and of your consultants.

The client has provided you with a draft of his typical contract for architectural services, used on similar projectsandmodifiedforthisproject.Youhavereceivedandreviewedthedraftcontractwithyourlegalcounsel and you will meet with the client to review the draft contract. The following contract clauses are presented for your use in the proposed contract for this project:

• The contract has the standard wording related to project schedule, which says the architect will deliver the project by a certain reasonable date. There is also wording which states the architect is responsible for managing all of the consultants on the project, and for the accurateness of their work, and for their work being properly coordinated in the construction documents.

• The architect is responsible for the accurateness of the construction documents for the project in a manner consistent with the degree and skill ordinarily exercised by design professionals practicing in this state.

• The architect is responsible for receiving the shop drawings submissions from the contractor, logging and tracking and distributing the shop drawings to all of the consultants, also for all of the consultant’s timely and accurate review of the shop drawings, and for receiving the reviewed shop drawings and returning them to the contractor and other parties.

Write a letter to the owner’s attorney identifying the above problem clauses and include the reason why it is a problem for you and a suggest alternate clauses for each.


Activity - Elective

www.aia.org

www.ncarb.org


456

3D


This page left blank intentionally.

www.aia.org

www.ncarb.org